Mind the gap improving the transition from child to adult care

Transcription

1 Mind the gap improving the transition from child to adult care Learning from good practice: Essex case study Dr Caroline Dollery Mid Essex CCG Board member; Clinical Director, East of England SCN Dr Kevin Beardsworth Consultant Clinical Psychologist, North Essex Partnership NHS FT

2 Starting young

3 Emergent Themes Supporting parents/carers and the whole family: holisitic Having local or community based services and engaging with young people: innovative Improved access to support, advice with quick and easy access/referral to appropriate services: close to home

4 Essex context Integrated approaches since 2010, now formalised within LD and mental health Clear views from public and service users, families and carers Links to deprivation - JSNA Desire to commission improved outcomes, with focus on prevention, early intervention and recovery

5 Independent JSNA review that there is no overall coherent integrated strategy within which services are commissioned and there is a complex, fragmented and poorly understood and accessed set of services in place But building on examples of very good practice in transition, in health and social care

6 Table 1 - System goals Customer centric and whole family approach Supports Early Intervention Efficiency savings Facilitates seamless De-escalation/ Escalation Enables transition Reduces inappropriate service demand Reduces duplication Effective and delivers measurable outcomes Cohesion with wider service delivery Synergy with other access points and pathways Informs wider commissioning decisions Table 2 - User Goals Easy to locate (telephone; web) Easy to access and in the community Responsive and supportive Enables effective decision making Operationally aligned and flexible (e.g. opening times) Appropriate environments Supports safeguarding User-friendly interface Works to service standards Provides timely information and advice Enables easy navigation of wider systems Linked to other practitioners Supports family and carers Table 3 - Imperative Enablers Integrated workforce development Effective leadership and management Trust and respect across partners Clinical and non-clinical, competent and knowledgeable workforce Communications strategy Effective and efficient data systems Information sharing Appropriate referral mechanisms Robust performance framework and measures Service specification with room for innovation in order to evolve and develop Robust integrated commissioning approach Effective contract management Service user agreements for two way accountability Links to wider other strategic developments and plans e.g. community resilience

7 Professionals & practitioners from all agencies Parents, carers, children, young people, concerned others Signpost or refer to other appropriate local services when they best meet need The doorway into services CYP EWMH screening service located alongside/within the gateways into Early Help Services The EWMH Service Individual and group work Pathways 1. Emotional and Behavioural Needs 2. Conduct Disorder 3. Severe and Complex needs 4. Neuro-developmental Give Advice & Information & training to referrers and other services

8 Scope Emotional and behavioural needs Conduct disorder challenging, disruptive behaviour Severe and complex needs Neuro-developmental (including ASD, ADHD, Learning Disability) Long-term physical health problems

9 Outcomes Improved emotional wellbeing, emotional intelligence, resilience and self-esteem More children, young people and their families and carers are appropriately supported by universal services Vulnerable groups receive appropriate evidence based interventions from EWMH services Appropriate mental health support and smooth transition for years old, their families and carers Children and young people contribute to the service solutions

10 Services Advice, information, training and support to universal, and to other targeted, services Work closely with education services Joint accommodation strategy Quick assessment and response Clarify Cross Border issues

11 Next steps Now entering competitive dialogue phase Co-production Building in links to Tier 4 via SCN and national pathfinder

12 Good practice - a provider s perspective Spaghetti in the community Referred directly to Tier 3 CAMHS by mainstream school Age 7 years Presenting with aggressive behaviour, poor social skills & lack of academic progress Mother in receipt of Mental Health Services (diagnosed with personality disorder)

13 Assessment Comprehensive assessment of need Diagnosed with Autism and Learning Disability Multi-agency joint planning meeting (Education, Social Care, Paediatrics, Children s Learning Disability Team CAMHS) Local Authority residential school placement agreed. Voluntarily accommodated (needs proved to be too complex for placement)

14 Next stages Case presented to Joint Area Panel Private residential school placement funded by Schools Children & Families (Education & Social Care) Mental Health needs increased following the death of his father. Needs became too complex for this environment. Provider transferred to their own Mental Health unit without commissioner involvement.

15 Moving to transition Tier 4 requested to assess when Tier 3 commissioner received a bill! Now aged 17.5 years. Admitted to NEP Adolescent Psychiatric Intensive Care as significant risk of harm to self and others. Intensive therapeutic intervention with multiagency care reviews using Care Programme Approach

16 Moving to transition, cont. Approaching 18 years so dual aspect to discharge/transition planning (adult care coordinator identified, adult rehabilitation plan & adult low secure plan) Clinical progress meant that adult rehab plan was implemented Phased transition from CAMHS unit to adult rehab unit.

17 Transition Period of joint work between AMHS & CAMHS (including nurse consultant for LD & National Autistic Society too). Transition to leaving & aftercare team. CAMHS education staff facilitated college placement. Multi-agency review preceded move to assisted living and personalised budget.

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